How I work

Five short case studies and the habits behind them.

Results come from simple habits applied every week. These examples come from my own roles. Names and internal figures are left out; the results are the ones on my CV.

Downtime
OEE
Spare parts
New plants
CMMS
Principles

−12%

plant downtime

Downtime: rebuilding predictive maintenance

Situation: A large automotive-supply plant with more than 2,500 critical assets was losing too much production time to unplanned stops.
What I did: I reviewed how condition checks were done and recorded, restructured the predictive maintenance protocols around the assets that mattered most, and made the findings feed the weekly plan.
Result: Plant downtime fell by 12%. See the Reliability pillar.

+15%

OEE

OEE: better PM and root cause analysis

Situation: Preventive maintenance was being done on schedule, but the same failures kept coming back and availability limited OEE.
What I did: I optimised the PM plans against real failure history and used root cause analysis on repeat failures, so the plan changed when a failure proved it was wrong.
Result: OEE improved by 15%. The PM audit checklist follows the same logic.

€300K

annual savings

Spare parts: less stock, fewer stock-outs

Situation: Money was tied up in stock that was not moving, while some critical parts were still missing when needed.
What I did: I tightened stock and consumption controls: classified parts by value and criticality, reviewed what was really used, and linked stock to the PM programme.
Result: Annual savings of €300K. Method in the spare parts guide and the free template.

100%

equipment readiness at start-up

New plants: greenfield start-ups

Situation: New facilities had to start production on time, with equipment, utilities and layouts ready and a team that could keep them running.
What I did: I directed the start-ups from the maintenance side: equipment readiness, facility layout, utilities, spares and a breakdown-management plan for the ramp-up phase.
Result: Equipment was 100% ready for start-up. The readiness checklist is based on this experience.

SAP PM

S/4HANA roll-out as Key User

Data: moving maintenance into SAP S/4HANA

Situation: Maintenance work orders, assets and history had to move into a new system without losing control of day-to-day work.
What I did: As Key User I helped define how maintenance work flows in the system, so that planning, execution and records are digital and automated.
Result: Maintenance workflows digitised and automated. See the Data and CMMS pillar.

Principles I work by

The same few ideas show up in every case.

Start with the assets that matter
Rank by criticality first. Effort goes where a failure hurts most.
Fix the cause, then the plan
If a failure repeats, the plan was wrong. Change the plan.
Measure few things, define them clearly
A short set of KPIs that everyone reads the same way. See the KPI dictionary.
Good data comes from the shop floor
Records are only as good as the technician who closes the work order. Train and check.
Build one standard, adapt locally
One way of working across plants, with room for local conditions. See the Standards Framework.

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